Conflict Management in Nigerian Family Businesses: Implications on Family Business for Sustainable Development

Abstract

Globally, little research efforts have been made to interrogate the link between conflict management and the performance of family businesses. Yet, studies exploring the African context are missing in the global literature. This attempts to close this knowledge gaps by investing the causes of conflicts in Nigerian family busineses, the management strategies deployed and how conflict management influences the family business for sustainable development (FBSD) agenda. A qualitative research via structured interviews of family business owners was carried to identify the common causes of conflicts and the key management styles adopted in resolving them as well as how FBSD is affected. Findings revealed four common causes of conflict including financial information asymmetry, non-inclusive management, poorly defined roles, and family structure, as well as four conflict management approaches- family meetings, traditional, religious, and legal approaches. This study, for the first time, identifies drivers of conflicts in Nigerian family firms and the strategies deployed to manage them. It contributes to theory development and draws attention to conflict management as a strategic tool towards FBSD.